01888nas a2200217   4500008004100000022001400041245006900055210006800124260004200192300000900234490000700243520123700250653003601487653002601523653001701549653001401566653002401580100001801604700001801622856003001640       2021                        eng d  a1927-032100aCoping with the Double-Edged Sword of Data Sharing in Ecosystems0 aCoping with the DoubleEdged Sword of Data Sharing in Ecosystems  aOttawabTalent First Networkc12/2021  a5-160 v113 aResearchers and practitioners agree upon the huge potential of Big Data Analytics (BDA) for firms' competitive advantage. Capitalizing on Big Data (BD) often requires sharing firms' data with their stakeholders in an ecosystem. Sharing data, however, is a double-edged sword, because firms might also risk losing their competitive advantage by doing so. This conceptual paper uses extant literature on data analytics to introduce a comprehensive data sharing strategy framework that helps firms decide which data can be shared in an ecosystem, which should be kept secret, or if additional rules and regulations are required for sharing the data. The framework combines two distinct categorizations of data, and it relates the data categories to firms' strategic competitive advantage by employing the Resource-Based View (RBV). Firstly, the framework is grounded in the stages of the data analytics process and secondly, it distinguishes between operative, strategic and monetizable data, a new categorization introduced by this paper. Depending on the categories of data a company intends to share, the framework recommends five distinct data sharing strategies that help mitigating the risk of losing their competitive advantage.10aBig Data Analytics Capabilities10acompetitive advantage10adata sharing10aecosystem10aResource-Based View1 aKugler, Petra1 aPlank, Thomas  utimreview.ca/article/147001222nas a2200445   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653002800188653002600216653001800242653001800260653001300278653001700291653001900308653003100327653003100358653002100389653003100410653001400441653001500455653003500470653001500505653002600520653001400546653001500560653002200575653002000597653001400617653000900631653001300640653001700653653003500670100001800705700002300723856003000746       2019                        eng d  a1927-032100aEditorial: Insights (November 2019)0 aEditorial Insights November 2019  aOttawabTalent First Networkc11/2019  a3-40 v910aartificial intelligence10acompetitive advantage10acybersecurity10adeep learning10aDeepfake10adesign rules10adigitalization10aentrepreneurial ecosystems10aentrepreneurial university10aentrepreneurship10aentrepreneurship education10afake news10ainnovation10ainternational entrepreneurship10aleadership10aLearning Capabilities10amarketing10amotivation10anew venture teams10aquadruple helix10asanctions10aSMEs10ateamwork10atriple helix10auniversity business incubation1 aTanev, Stoyan1 aSandstrom, Gregory  utimreview.ca/article/127801877nas a2200241   4500008004100000022001400041245017200055210006900227260004200296300001000338490000600348520106700354653002601421653001901447653001501466653003501481653002601516653001401542653000901556100001801565700002201583856003001605       2019                        eng d  a1927-032100aThe Impact of Digitalization and Resources on Gaining Competitive Advantage in International Markets: Mediating Role of Marketing, Innovation and Learning Capabilities0 aImpact of Digitalization and Resources on Gaining Competitive Ad  aOttawabTalent First Networkc11/2019  a26-390 v93 aInternational Entrepreneurship as a field of studies depends on digitalization as an essential factor that drives internationalization. Riding on the wave of digitalization, firms can produce and market their products and services globally through digital platforms with reduced costs and time savings. Yet, digitalization as a determinant of competitive advantages for small and medium enterprises in international markets is rarely examined. This study fills the gap by testing the direct and indirect effects of digitalization on enterprise, specifically focusing on price, product and service advantages in digitalized international markets. Based on the data collected from 143 exporting SME manufacturers in Malaysia, results from our analysis revealed that digitalization has no direct effect on competitive advantage, but rather has strong indirect effects on product and service advantages. Managers and policymakers can thus leverage digitalization to improve their company's internationalization plans according to its intended competitive strategies.10acompetitive advantage10adigitalization10ainnovation10ainternational entrepreneurship10aLearning Capabilities10amarketing10aSMEs1 aLee, Yan, Yin1 aFalahat, Mohammad  utimreview.ca/article/128102082nas a2200265   4500008004100000022001400041245008100055210006900136260004200205300001000247490000600257520126800263653001901531653002601550653002201576653002601598653002501624653002601649653002201675100001901697700002201716700002401738700001701762856003701779       2016                        eng d  a1927-032100aDetecting White Spots in Innovation-Driven  Intellectual Property Management0 aDetecting White Spots in InnovationDriven Intellectual Property   aOttawabTalent First Networkc07/2016  a34-470 v63 aTechnology companies scan the competitive arena for patents to discover research activities and technology trends. Patents are the outcome of innovation processes that take several month or even years, depending on the industry. The process of publishing patents usually lasts longer. A huge time gap of up to several years between early research and development activities and published patents is the consequence. Therefore, a patent is a weak indicator for the identification of early innovation activities. However, the inventor needs intellectual assets such as data, knowledge, and expertise to carry out an innovation process. It is likely that these intellectual assets can improve the competitor analysis – rendering them primary targets. In this article, we introduce a systematic approach to detect intellectual property (IP) activities of stakeholders in selected technology fields (e.g., hiring experts, taking part in research projects, gathering specific data). A technology field with a low intensity of IP activities offers great opportunities, which we call a "white spot". Our proposed approach can help identify the white spots in innovation-driven IP management and thereby help devise recommendations to improve a company’s IP portfolio.10abusiness model10acompetitive advantage10acompetitive arena10aInnovation management10aintellectual capital10aintellectual property10avalue proposition1 aEckelt, Daniel1 aDülme, Christian1 aGausemeier, Jürgen1 aHemel, Simon  uhttp://timreview.ca/article/100300705nas a2200253   4500008004100000022001400041245004000055210003700095260004200132300000800174490000600182653002600188653002800214653002100242653001500263653002500278653002200303653002600325653001500351653001300366653001800379100001800397856003600415       2012                        eng d  a1927-032100aEditorial: Insights (November 2012)0 aEditorial Insights November 2012  aOttawabTalent First Networkc11/2012  a3-30 v210acompetitive advantage10aglobal entrepreneurship10agreen innovation10ainnovation10aprocess adaptability10aprocess alignment10aprocess ambidexterity10asimulation10astartups10asupply chains1 aMcPhee, Chris  uhttp://timreview.ca/article/62301792nas a2200217   4500008004100000022001400041245012900055210006900184260004200253300001000295490000600305520107900311653002601390653001501416653001501431653003901446653000801485653002501493100002001518856003601538       2012                        eng d  a1927-032100aSimulation of Supply-Chain Networks: A Source of Innovation and Competitive Advantage for Small and Medium-Sized Enterprises0 aSimulation of SupplyChain Networks A Source of Innovation and Co  aOttawabTalent First Networkc11/2012  a13-200 v23 aOn a daily basis, enterprises of all sizes cope with the turbulence and volatility of market demands, cost variability, and severe pressure from globally distributed competitors. Managing uncertainty about future demand requirements and volumes in supply-chain networks has become a priority. One of the ways to deal with uncertainty is the utilization of simulation techniques and tools, which provide greater predictability of decision-making outcomes. For example, simulation has been widely applied in decision-making processes related to global logistics and production networks at the strategic, tactical, and operational levels, where it is used to predict the impact of decisions before their implementation in complex and uncertain environments. Large enterprises are inclined to use simulation tools whereas small and medium-sized enterprises seem to underestimate its advantages. The objective of this article is to emphasize the relevance of simulation for the design and management of supply-chain networks from the perspective of small and medium-sized firms. 10acompetitive advantage10ainnovation10asimulation10asmall and medium-sized enterprises10aSME10asupply-chain network1 aLiotta, Giacomo  uhttp://timreview.ca/article/625